5 Steps to Boost Loyalty Programs
5 Steps to Boost Loyalty Programs
Successful Loyalty
Programs
Combining Technology
And Service To Bridge
The Loyalty Gap
Contents
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Define a Loyalty Customer Base via Data Collection and Analysis . . 5
Create Data-driven Customer Segments. . . . . . . . . . . . . . . . . . . . . . 7
Identify Loyalty Program Goals and Strategies . . . . . . . . . . . . . . . . . 8
Establish KPIs for Each Initiative. . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Launch a Winning Loyalty Strategy. . . . . . . . . . . . . . . . . . . . . . . . . . 11.
Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13.
About DataCandy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14.
About Retail TouchPoints. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14.
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-Colloquy
Introduction
As the economy improves and retail competition steepens,
customer loyalty is delivering impressive bottom-line results. From
discounts and rebates to cash-back and points, loyalty programs
of all types are boosting customer spending, shaping purchasing
behavior, building brand awareness and increasing market
basket size.
In fact, according to a new study by Nielsen, nearly 60% of global
respondents said that loyalty programs were available where
they shopped, and of those, a whopping 84% said they were
more likely to visit those retailers.
While its true that if consumers are being rewarded, they are
more likely to shop at a particular store, maintaining consumers
long-term loyalty is a more efficient strategy than continuously
chasing new customers. After all, studies show retailers spend five
to 10 times more to acquire a new customer than to retain a current one.
In addition to retaining valuable shoppers, retailers must not only
guarantee that their loyalty programs pique interest but that they
are used consistently by consumers, according to The 2013
Colloquy Loyalty Census report. Consider this statistic: While
loyalty program memberships across retail categories
experienced a surge between 2010 and 2012, only 9.5% of
members are actively using their accounts and redeeming offers.
This somewhat lackluster participation suggests some staleness in
the value propositions of retail programs, the report stated.
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-Nielsen
37% of retailers
believe retaining
customers will be
the number-one
contributor to revenue
growth in the next
three years.
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-KPMG
S T E P 1
Define the brands most loyal
customer base through data
collection and analytics
Membership cards arent of any benefit to a retailer as long as
they remain in a shoppers wallet. Thats why retailers must focus
on building and fostering member relationships to achieve success.
According to the 2013 Retail Industry Outlook Survey from
KPMG, 37% of retailers believe retaining customers will be
the number-one contributor to revenue growth in the next
three years.
So how can a retailer determine which customers are the most
valuable to their business and should be encouraged to engage
in a loyalty program? Analyzing data gathered via loyalty and
gift card programs can help. In fact, the combined information
flowing from POS, e-Commerce systems and loyalty providers
contains treasure troves of consumer insights revelations that
can enable retailers to increase basket size, shape marketing
campaigns and identify their most valuable loyalty members
based on spending habits and preferences.
R E TA I L E X A M P L E
Consider a 65-store pharmacy chain that has recently launched
a loyalty program. Although gaining some traction among
customers, the pharmacy chain wishes to drive greater results
by building a strong relationship with its top customers.
The first goal is to identify their most loyal members via data
collection and analytics. After all, as the old business adage goes,
about 20% of customers generate 80% of sales. For retailers such as
the pharmacy chain, this means making sure the handful of customers responsible for generating the greatest amount of profit remain fully
engaged, active loyalty program members.
The right customer data also can
help pharmacy chains and the
like avoid expending too much time
and energy on acquiring new
customers. A far more cost-effective
plan is to work on engaging existing
customers with great shopping habits
by encouraging them to spend more
and visit more often.
For smaller retailers, however, the tools and talent needed to analyze
data and implement data-driven marketing initiatives may not be
readily available. A best-in-class loyalty solution provider will offer
consulting services to help drive important business strategies and
identify sustainable sales growth opportunities based on loyalty
program data.
In the end, by focusing on retaining loyal customers, the pharmacy
chain can drive greater same-store sales for a long-term impact on
its bottom line.
94% of loyalty
members prefer to
receive communications
from their programs, yet
only
53% describe
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S T E P 2
Create customer segments based
on purchase patterns, demographics
and more
Determining a customers value should never be a guessing
game. Fortunately, data accumulated from loyalty program
members can offer enormous insight into customer segments
and how to strategically allocate marketing dollars to each
group. Its one of big datas most important uses as evidenced
by a recent Maritz Loyalty Report. The paper reveals that 94%
of loyalty members prefer to receive communications from their
programs, yet only 53% describe the communications they
receive as relevant.
R E TA I L E X A M P L E
Consider how hypothetical retailer Food4U recently learned
the value of creating customer segments based on big data.
The mid-size grocer adopted the simple RFM (recency/
frequency/monetary) model to segment its customers based on
the data it collects. The grocer now identifies customers based
on the following specific parameters:
Recency the time between customer visits;
Frequency which customers come very often, regularly,
once in a while or not anymore; and
Monetary which customers have high spend, medium
spend or low spend.
Using this marketing technique to determine quantitatively
which customers are most valuable, and scoring them
accordingly, Food4U is now able to identify its loyal customers
and create promotional activities and outreach strategies
tailored for each customer segment. Moreover, for mid-size
retailers such as Food4U that lack a large in-house team
dedicated to loyalty initiatives, professional consulting services
can help shape customer segments and bolster the RFM model
with best practices.
IMAGINE
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S T E P 3
Identify loyalty program
goals and strategies for
each defined segment
Once a retailer has created customer segments, the next step
is to develop a more customized approach to engaging each
of these loyalty member groups. Imagine being able to deliver
personalized discounts based on purchasing habits. Or
individualizing incentives and promotions using a range of
metrics including demographic, region and buying behavior.
R E TA I L E X A M P L E
A hardware chain called Ladder has been running a loyalty
program for three years using RFM parameters and now wants
to adopt a more customized approach to better address
customers needs. To do so, Ladder adopts a Protect, grow,
acquire and reactivate strategy that involves:
Protecting its most loyal customers, typically from the top two
segments, by rewarding them for positive buying behavior.
Growing each segment, particularly those in the top tiers, with
tailored promotions that encourage customers to spend more.
For example, spend X amount of money to earn 3x points is
one offering that can drive growth, especially among the
most loyal members.
Acquiring new customers is a critical component of any loyalty
program strategy. The key here is to create as much buzz as
possible around a programs key benefits.
Reactivating members that appear to no longer be active is
the final stage in Ladders loyalty program strategy. Although
its important to attempt to reactive accounts, remember that
its only worthwhile pursuing customers who used to be loyal
and then became inactive rather than customers regardless of
previous status. After all, a customer who was once a loyal and
active member is far more likely to become reactivated than
any other non-loyal customers.
Using this Protect, grow, acquire and reactivate strategy,
retailers can set clear and attainable goals for each of their
loyalty programs.
30% of companies
cited measuring the
results of a loyalty
program as one of the
greatest challenges facing
loyalty programs today.
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-Forrester
S T E P 4
Set up KPIs for every
loyalty initiative
Like any marketing initiative, a loyalty program needs to be
tracked, measured and benchmarked to determine whether an
organization is reaping a return on its investment. However, many
organizations struggle to decide which metrics should be used
to properly gauge a loyalty programs success. In fact, in a recent
Forrester report titled The State of Loyalty Programs, 30% of
respondents cited measuring the results of a loyalty program
as one of the greatest challenges facing loyalty programs today.
R E TA I L E X A M P L E
To address this challenge, lets review how an 80-store sports
clothing chain might gather its management committee to discuss
the Key Performance Indicators (KPIs) that need to be part of its
loyalty dashboard.
While KPIs vary from one organization to the next, there are some
standard metrics that can be very pertinent to track overall program performance. These include:
Sales penetration Percentage of sales that are generated by
loyalty program members.
Transaction penetration Percentage of transactions for which
a loyalty card was swiped.
Sales and transactions uplift Group of 10 stores vs. group of
controlled stores.
Activation rate Percentage of registered members who
have made a minimum of one transaction over a particular
time period.
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By carefully planning
and developing a loyalty
strategy, a retailer can
set the stage for a highly
profitable, customercentric marketing
initiative.
S T E P 5
Build and successfully launch
a winning loyalty strategy
Every great loyalty program begins with a well-hatched plan.
R E TA I L E X A M P L E
A mid-size convenience store chain has been toying with the idea
of a loyalty solution for some time but lacks the management
and direction needed for a successful launch. Heres how the
convenience store chain can get started:
Create a loyalty program where the objectives and benefits
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The first four to six months of any loyalty program launch are
critical, so be sure to let new members collect lots of points as
quickly as possible for excellent traction.
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10 Questions To Ask
?
?
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How easily can your loyalty and gift card platform integrate
with todays leading POS and payment processors?
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Conclusion
Using a potent combination of cutting-edge technology and
personalized service, retailers are discovering the positive impact a
customer loyalty program can have on the bottom line. But winning
over loyalty program members takes more than tools and training.
Retail organizations must plan an effective strategy supported by
five simple steps:
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About DataCandy
DataCandy is a North American leader in loyalty and gift card
software solutions for the retail and hospitality sectors. Since its
inception in 2002, DataCandy has led the way in providing
customer engagement solutions to more than 2,000 locations
across Canada and the United States. The companys technology
has achieved global demand for its ability to obtain the realtime
customer and product level data needed to generate targeted
promotions. The DataCandy platform is simple interface,
scalable for growth, secure for financial transactions and
provides omnichannel capabilities. To learn how unwrapping
customer insights can drive customer relationships, email
getinfo@[Link], call 514-903-DATA or visit
[Link].
Sources:
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Luc Garneau, VP Strategic Consulting Services, DataCandy
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